Wayne Lipson, MD, MBA

Serves as the System Chief Medical Officer (SCMO) of the third largest private, non-profit hospital in the country based on admissions. Methodist Le Bonheur Health (MLH) is a regional, academic acute care provider with 1689 licensed beds, more than 2000 licensed physicians and residents, and annual revenues of greater than $2B. It is the second largest private employer in Memphis, TN, as a comprehensive health system including six hospitals, home health, ambulatory surgery centers, outpatient facilities, hospice and physician practices. As SCMO for MLH, leadership is provided for all healthcare delivery service with great emphasis on promoting a reputation for quality, innovation and clinical excellence. The SCMO position reports to the System Chief Executive Officer and is responsible for oversight of the six facility Chief Medical Officers.

FACILITY MEDICAL STAFF OVERSIGHT

Responsible for ongoing guidance and counsel of a unified Medical Staff (including academic, community-based, independent and employed phsicians) to include medical staff by-laws, clinical policies, quality of care provided by medical staff, continuous professional enhancement (peer review), medical staff compliance, provision of care, Clinical Risk Management process, and Credentialing/Privileging for all licensed practitioners.

• Receives, investigates and assists with conflict resolution referred by medical staff members.
• Oversight of meeting accreditation guidelines, federal and state clinical standards and proposed changes.

SYSTEM PHYSICIAN ALIGNMENT AND ENGAGEMENT

Lead Physician Enterprise including practice operations.

• Launched collaborative processes in development of clinical and service measures, setting performance and financial targets, gauging periodic progress and overall evaluation of physician and organizational improvement (directed $8.9 Million Performance Improvement which resulted in increased access for primary care and cardiology services and optimization of hospitalist medical services).
• Leading the advancement and implementation of the physician enterprise's innovative vision, and establishment of strategic plans and goals that are aligned to support the overall system strategic plan.
• Continuity of strategic recruitment and retention of physicians.
• Development of new physician leaders through ongoing mentorship and coaching; institution of physician leadership council.

DRIVE OPTIMIZATION OF SERVICE LINE MANAGEMENT STRUCTURES Oversight includes oncology, hospitalist services, emergency services, cardiovascular, general surgery, anesthesia; academic services including orthopedics, neurosciences, pediatrics and otolaryngology. Additional oversight includes laboratory and imaging services.

ADVANCEMENT OF CLINICAL EXCELLENCE IN SAFETY AND QUALITY

• Leapfrog Hospital Safety Grade A for all five adult facilities.
• Achieved CMS 4 and 5 Star Ratings.
• Provide guidance and oversight to support the development and continual improvement of patient safety and quality of care, identify areas of improvement, and maintain accreditation to assure patients, staff and stakeholders that MLH is working in accordance to established best practices.

PERFORMANCE AND PROCESS IMPROVEMENT

Oversight of all aspects of performance improvement and clinical innovation.

• Establishment of system-wide programs and processes to collect, trend and analyze data to monitor clinical and operational processes and the impact on patient satisfaction, morbidity and mortality.
• Educate physicians, residents and advanced practice providers throughout the organization on opportunities for process improvement.
• Collaboration with Chief Nursing Executive and CMO/CNO teams to reduce care variation (CHF, sepsis, stroke, general surgery) and optimize throughput (Length of stay, ED left without being seen)
• Spearheaded and implemented complete cultural and process redesign of Integrated Operations Center (transfer center) to increase bed accessibility and decrease barriers to patient care and system outmigration.

COMMUNITY INVOLVEMENT

Board of Directors, Medical Education & Research Institute (MERI)

Represent MLH in media (television, newspaper) upon request.

Fostering community health initiatives through "Healthier 901"

Baptist Health Madisonville (BHM) is a regional, academic acute care provider with 410 licensed beds, 27 points of care, and annual revenues of nearly $980M. It is the largest employer in Hopkins County, Kentucky. As Chief Medical Officer and Vice President for BHM, leadership provided for all healthcare delivery service with great emphasis on promotion a reputation for quality, innovation and clinical excellence. The CMO/VP position reported to the Hospital President with a dotted line to the Chief Health Integration Officer for Baptist Health System, Inc.

MEDICAL STAFF OVERSIGHT

Led medical staff operations through involvement in credentialing, bylaws, physician orientation and ongoing education, medical staff counseling and discipline.

• Developed fair and just medical staff peer review process utilizing a diverse panel of unbiased professional colleagues.
• Led conflict resolution initiatives.
• Devised policies to empower frontline healthcare workers, allowing for greater patient advocacy in a nonpunitive and mutually respectful interdepartmental environment.

FISCAL STEWARDSHIP

Operational oversight of imaging (including cardiac catheterization) and laboratory services, physical and occupational therapy, respiratory therapy, sleep lab and cardiac and pulmonary rehab services.

ADVANCEMENT OF CLINICAL EXCELLENCE IN QUALITY, SAFETY AND PATIENT EXPERIENCE

Co-creator of BHM Patient Safety and Quality Governance Council designed to oversee all quality and safety activities, utilizing just culture principles to increase transparency throughout the organization.

• Decreased catheter and central line associated infections by 23% and 86% respectively over one year.
• Implemented safe reporting, allowing real-time investigation of safety issues and allowing prompt intervention of same.
• Improved outcomes in ICU through creation of 24/7 Intensivist Program.
• Reduced readmission rates 47% in just six months, leading the entire system for 5 years, resulting in savings from penalties of $900K in the first year.
• Reduced clinical variability in COPD and CHF; developed best practice EMR order sets which were utilized system wide.
• Created interdisciplinary rounding of hospitalist and resident services, improving patient experience scores 18% with regards to provider to patient communication.
• Emergency Department process improvement: left without being seen decreased by 84%, door to provider decreased times by 82%, ED3 decreased time by 43%. As a result Press Ganey patient experience scores for ED increased 77% (2020-2021)

Selected by the President of Baptist Health Medical Group (BHMG) for a key executive leadership role as part of an organizational restructuring. This restructuring divided the multihospital system and medical group into three regions, with more than 1,100 physicians and advanced practice clinicians representing numerous specialties. Responsibilities included management and oversight of all enterprise-wide functions and operations, and management of West Region infrastructure and reporting systems (both physicians and advanced practice providers).

PHYSICIAN RECRUITMENT AND ENGAGEMENT

Built a top performing team of greater than 450 physicians and advanced practice providers.

• Served on Physician Compensation Task Force
• Restructured provider coverage to eliminate gaps and reduce costs (>$1M) associated with locums coverage
• Created Regional Leadership Council.
• Established Mentor Program
• Serviced on team responsible for designing BHMG Leadership Academy, an integrative program which worked to develop individual formative experiences.

PROCESS IMPROVEMENT

• Performed root-cause analysis to determine contributing factors of West Region referral leakage and subsequent loss of $13M.
• Designed and executed a short-term, sustainable plan to reduce out-of-system referrals, resulting in a gain of $980K in the first 180 days.

Provided cardiothoracic and vascular surgical services.

• Turned around an underperforming unit, leading to increased revenue and improved outcomes.
• Led CV services division to further clinical goals, advance quality and outcome metrics, placing Baptist Health Madisonville in the top 15% in the nation for cardiac surgery services.
• Improved patient volume by 40% through creation of first valve disease clinic in the region.
• Built collaborative relationships with community leaders and key stakeholders to improve the health education and welfare of Kentuckians.

Recruited to St. Mary's Medical Center, which is the largest medical facility in Huntington, WV. St. Mary's is Cabell County's largest private employer and at 393 beds, among the largest healthcare facilities in West Virginia.

• Established the first Transcatheter Aortic Valve Replacement (TAVR) site in West Virginia.
• Served on Credentials and Peer Review Committees.
• Instructed and mentored medical students and residents.

Solo private practice of cardiothoracic and vascular services.

• Built state-of-the-art cardiothoracic and vascular surgery practice, including hiring and training of administrative staff, development of operating budgets and administrative management.
• Secured an exclusive contract with one of the largest Medicare HMOs in South Florida.